Resending a small update on an "accessible IT Strategy for Software Development" (People, Process, Technology, Execution, Delivery with Governance). I.e. No more playing games with fragile (or aino - agile in name only) fit for use for Capability Maturity Level 1 only. Rather this presentation pins down Agile and Scrum method with DevOps and underpinned by ITIL 4 operated at CM Level 2+!

1. Please fly high above
the detail in this presentation
looking for useful ideas ONLY!
Don’t sweat the detail!
Mark Corrigan 20210611
While opinions presented are based
on my understanding of best practice;
you do not have to agree with them!
In the spirit of continual improvement
we can always collaborate on a better
way forward if we do not have
consensus.
Looking for an accessible IT Strategy that focuses on
Value Streams, Productivity and Quality improvements
(while being mindful of CMMi L2+ / Process Improvement / Agile (Scrum) or Traditional Projects / Software Engineering / XP / ITIL 4 /
DevOps / Lean / COBIT 5 & Good Governance etc.)?
This presentation aims to render down a possible solution for you, into a rich, thick and hearty broth.
Hope you enjoy it!

2. ITIL 4: Your Strategic Driver for Success
“a 1000 foot overview”
• This presentation is 22 slides with LOADS OF DETAIL CRAMMED IN FOR FLAVOR! The presentation uses
many images “montaged together” to synthesize core concepts from manuals (for certification purposes)
that run into many 1000ds of pages. (ITIL3 & 4 3000+pages, PMBOK6 900+, Agile 2000+, Scrum 600+, CMMi
5000+, DevOps 1000+, COBIT 2000+, SAFe 2000+ etc.). I.e. a picture is worth a thousand words.
• ITIL (The IT Infrastructure Library) is a “Service Management Framework.” ITIL is based on best practices, is
non-prescriptive, is vendor and technology neutral and is non-proprietary.
• The IT is ITIL is all about Information Technology that is needed to underpin valuable service delivery.
• ITIL 3 is moving to ITIL 4 in 2020. ITIL 4 has been reengineered and simplified to better facilitate the creation
and ongoing management of business value as products and services offered for your customers. If value is
not offered, your customers will begin to move down the loyalty ladder from Advocate to Client or Customer
and then they will be gone to the competition. I.e. voting with their feet by walking out of your door!
• ITIL 4 (Service Value System model) can be used to assist business to visualize and pin down value streams,
to ensure these (value) are created and delivered consistently to your valued customers.
• ITIL 4 utilizes DevOps, Lean and Traditional or Agile Project Management (for good governance).
Tailoring(the ability to make project management sweet, simple, lean and agile) is an essential skill for the Project Management Professional!
Remember while BEST PRACTICE is best, BEST PRACTICAL is better!
Service Value System

3. “A service is a means of delivering value to customers by facilitating outcomes that customers want to achieve, without the ownership of specific costs and risks.”
NB: Products (packaged customer focused solutions which may be sold to them) can also provide need satisfying services to customers.
Key Concepts (1 of 3):
What is Value (Utility and Warranty)?

4. Key Concepts (2 of 3):
People, Process and Technology Triad and DevOps?
Processes are a key component in ensuring the success of any project.
However, we often find that most DevOps implementations focus more on automation and technology and give a backseat to processes that are supposed to be the basis for automation.
They say that backseat driving is dangerous, so placing processes in this position and hoping that the destination would be reached in record time with no mishaps is a gamble that plays with
unpredictability. Therefore, it is important that processes are defined first along with a functional DevOps architecture and then translated into tooling and automation.
The process must always drive tools and never the other way around.

5. ITIL (as best practice), and Project Management, CMMi etc., all have clearly defined processes and practices which have been identified and can be adopted.
In addition, processes and practices will often have recommended inputs, tools and techniques and outputs (itto’s) available for use.
It makes sense to use the defined processes in your quest to create valuable products and services for your clients.
Key Concepts: (3 of 3):
How Do You Want To Work?
OR
Capability Maturity (CM) Level 1
(no or limited process focus)
Capability Maturity Level 2
(process focus)

6. Time to up your game stats?

7. The Capability Maturity Model
In Information Technology (where IT systems are used to create value for your customers) it makes sense to understand, adopt and then perfect the CM for Development processes
above, striving to operate above Capability Maturity Level 1.
NOTE: The Capability Maturity model from Carnegie Mellon University puts the ability to follow process at a higher level (CM L2+) than operating heroically without process focus at (CM L1).
Project processes are found at CM L2 and these same project processes are also kicked off in ITIL Service Strategy. ITIL is discussed in the next 5 slides.
1st core processes for CM L2 in order: REQM, PP, PMC, MA and, if you are able, CM. Software Engineering processes are at CM L3 (primarily). Installing & perfecting processes in order 1 – 8 is recommended.
The Capability Maturity Model integrated (CMMi) Constellations extends the core processes from Development to Services and Acquisitions for the rest of the organisation! People CMM is also available.
(CMMi for Development)
(The CMMi Constellations)
8. VAL
7. VER
6. RSKM
5. CM
4. MA
3. PMC
2. PP
1. REQM

8. The ITIL 4 Service Value System (SVS) model
Note: The SVS model has been added to by the presenter in order to better focus it for our use.
I.e. the water wheels (Product / Service: N) and also the Service Portfolio (bottom left) and CSI arrow have been added to the SVS.
Bottom line: Can a business area pin down their service portfolio (service catalogue)?
Which value streams are delivering value, which need optimization (are innovations coming on line (on stream) in their Service Pipeline (project
managed with agility (including DevOps, Lean concepts), and should some be retired.
NB: Traditional or Agile project processes are required for good governance and are kicked off in the Service Strategy Lifecycle phase of ITIL.
More on this in the next slides.
CSI = Continual Service Improvement

9. Looking back at ITIL 3 (next 3 slides)
ITIL is all about following 5 “lifecycle” stages (phases) in value creation:
Continual Service Improvement (CSI) using the CSI Backlog = Scrum Project Method Backlog for improvement user stories following the recommended
method from Mike Cohn’s video here: https://www.youtube.com/watch?v=6q5-cVeNjCE
I.e. (CSI) ->feeds/flows into->
Service Strategy (SS) ->feeding/flowing into->
Service Design (SD) (projects to build software solutions; or buy them ->feeding/flowing into->
Service Transition (ST) (release solutions to our customers) ->feeding/flowing into->
Service Operations (SO) (Stable operations with Utility & Warranty = Value adding (digital) solutions (slide 3) for the Customer) ->feeding/flowing back
into-> (CSI).
Question: Can you see this spiralling up or down flow in the image below?
Question: Can you appreciate that the ITIL approach facilitates a focus on value streams that (like a bird) we could ride, spiralling upwards
towards higher levels of Productivity and Quality and Profitability. Or we may decide to retire a service (spiral down a value stream) if value
is no longer flowing!

10. Looking back at ITIL 3 (slide 2)
The image below says the same thing as the previous slide; but expands (exposes) the (underpinning) IT service delivery support areas needed
for service quality.

11. Looking back at ITIL 3 (slide 3)
Note: Please ignore the ITIL process detail in the image below!
See only that ITIL 3 has 26 processes.
See that these processes underpin the 5 ITIL (lifecycle stages) as shown in the previous 2 slides.
ITIL 3 is often criticised as being process heavy. However, I have worked in companies where ITIL was tightly / smartly managed and it works!

12. ITIL 4 Practices
The 34 ITIL 4 practices below are essentially the same as the ITIL 3 processes from the previous 3 slides.
Bottom line: As a practice we can practise them to improve them!

13. Project Management Questions:
• All projects are temporary endeavours within constraints: I.e. can you arrive on time, within budget,
delivering planned scope (i.e. can team MIND THE GAP) even for a 2 week sprint?
• Do you understand the importance of Project Planning (PP) & Project Monitoring and Control (PMC) to
“carefully squeeze out delivery”?
• For each project process for either Traditional or Agile do you use Inputs Tools & Techniques & Outputs?
Scrum Questions:
• PP - Do you create User Stories per the recommended method (by Mike Cohn) in the url on slide 9?
• PMC - Based on selected stories for the sprint does your Product Owner sign off the Demo Deck
after each Demonstrate and Validate Sprint (#16) with approvals, rejections & comments?
• Sprint by sprint are you a DONE or UNDONE Scrum team? An UNDONE team = Project Risk!
ITIL Questions:
• Is the DML produced & version controlled before testing and UAT? I.e. XP’s 10 minute build!
• Is the Product Owner managing Release Management (PO = WHAT & WHEN only). If PO (business) wants
to ride the scrum team hard (as jockey on a horse forcing delivery) this will surely fail.
SM (scrum process expert) and Dev Team only decide HOW & HOW MUCH!
• As a company asset are the DML versions secured?
CMMi Questions:
• Do you manage bidirectional traceability of requirements?
Bidirectional traceability: CMMi L2 REQM Process (Specific Practice 1.4)
• Slide 7 shows other CM L2 processes: In addition to PP and PMC,
Measurement Analysis (MA) and Configuration Management (CM) are
possible next goals to bear in mind for CM L2.
• Are you aware that Verification and Validation are CM L3 processes?
• Risk Management (RSKM), another CM L3 process, involves Issue Management and Risk Management.
I.e. Issues are Risks happening!
ITIL requires a project method in Service Strategy!
This could use Traditional Project Management Processes or Agile Project Management Processes:
Traditional Project Management Agile Project Management
Do you?
Next Stable Baseline!
Initiate PP Execute PMC Close
Can you hit the target?
PO
What & When
(approved for release only!)
How & How Much
PO dictating How, How Much & When is not Scrum!
SM & Dev Team
Fly above this detail to get the key ideas only!
Scrum Roles:
PO: Product Owner
SM: Scrum Master
Dev Team: Developers
PO as Release Manager
As the Product Owner, you can determine the most important Product Backlog items
for the Development Team to consider in their Sprint plan, but you cannot dictate how much they
take on or how they will break down their work. “The Professional Product Owner Page 179 “
CMMi’s essential CM L2 Processes: PP and PMC I.e. if you are serious about improving your game stats:

14. Lean
Lean Thinking:
-Eliminate waste
-Amplify learning
-Decide as late as possible
-Deliver as fast as possible
-Empower the team
-Build integrity In
-See (Optimize) the whole & Deming's
14 point philosophy
for top management
Deming’s
Red Bead
Experiment
Value Stream Mapping
Fly above this detail to get the key ideas only!
7 wastes of software development: (Partially Done Work, Extra Processes, Extra Features, Task
Switching, Waiting, Motion, Defects)
Deming’s Red Bead Experiment: https://www.youtube.com/watch?v=JeWTD-0BRS4
Note that Lean principles
are similar to those of
ITIL 4!

15. Scrum, Lean, DevOps & Software Engineering
A Kanban board (a pull system) looks a lot like a task board,
but they’re not the same thing. You’ve seen task boards in
discussions of Scrum and XP, so it’s easy to look at a
Kanban board and assume it’s basically the same thing.
It’s not!
The purpose of a task board is to make the state of current
tasks clear to everybody on a team. Task boards help a team
stay on top of the current status of their project. Kanban
boards are a little different. They are created to help a team
understand how work flows through their process. Because
work items are kept at a feature level on a Kanban board,
they aren’t the best way to know exactly which task each
team member is working on—but they’re great for helping
you see how much work is in progress in each state of your
process.
Gene Kim, the author of DevOps Handbook says that DevOps being in opposition of ITIL is a misnomer. “Even releasing 10,000+ deployments/day requires processes
but what goes against the DevOps objectives are the approvals.”
Fly above this detail to get the key ideas only!
ScrumBan?
KanBan?
Value Stream Mapping
Use the CSI Register (Scrum Backlog) with Lean / ITIL 4 value stream management and tight project management process control
(REQM, PP, PMC, MA, CM, RSKM, VER, VAL etc.) to transition (pull) new (services) features rapidly into Service Operations
Top: Epics
Middle: Features (KanBan Board)
Bottom: User Stories (Scrum Board)

16. Possible Key Metrics (where is your game at?):
• Burndown Efficiency: #User Story slices accepted “to do in next sprint” by Dev Team -> Burned Down in a Sprint -> Demonstrated/Validated/Approved by PO / Released by PO = Done
Done.
• Above from CM L2 perspective: (REQM [User Story Slice], PP, PMC [Demonstrate and Validate], Measurement & Analysis (MA) in order to begin with)
to hit the target: All User Stories burned down, demo’d, approved, Done Done! CM L3 VER, VAL, RSKM etc.
• Cycle time: the amount of time it takes for a feature or task to be completed from the time a developer begins to work on it until it’s delivered.
• Lead time: the amount of time it takes from when a feature is identified until it is delivered.
• Flow efficiency: the percentage of the total time for a feature that the team spent actually working on it (as opposed to waiting).
• Team Velocity & # Sprints to consume current backlog
(story 12 from the top in groomed backlog will be delivered by this team in sprint 6)
• Deployment Frequency
• Mean Time to Restore & Change Fail Percentage
• Reasons for waiting.
• XP’s 10 minute build (DML version controlled before QA)
• Etc.
Value Stream Mapping
Continuous Integration/C Delivery/C Deployment
Microsoft Azure DevOps, Boards, Repos, Pipelines etc.
Or other suitable DevOps / CI CD CD tool.
Done Done
Can you release working software in a 2 week sprint?
2 key lessons learned from Deming’s Red Bead Experiment:
1. Dr. Edwards W. Deming indicated that in his experience most of the troubles, and
most areas or possibilities for improvement, which he estimated at 94%, belongs to
the system which was the responsibility of management. Therefore, according to
Deming, once the problem arrives at the shop floor, workers, irrespective of their
well-intentioned solutions, will have little ability, or be unable control or improve
anything.
2. A process can be stable, in control and producing defective items 100% of the
time! Production Standards and Numeric Goals can be meaningless. Extrinsic
motivation is not effective! It’s the system, not the workers! By using rewards and
punishment management is “tampering” with a stable system.
I.e. within the bounds of the system [IT stack] (that the project processes / scrum
processes, sprints, ITIL & DevOps processes, Lean processes etc., are working on to
improve) find the causes of “Wait” (blockages / red beads) and management - fix
(simply remove) these!
Can you remove the red beads?
CMMi’s essential CM L2 Process: Measurement and Analysis (MA) I.e. if you are serious about improving your game stats:
Fly above this detail to get the key ideas only!

17. Westrum’s Typology, PCMM & PDCA
Why ‘Just Do It’ and
management insistence on
‘heroics’ at CM Level 1
is a really bad idea!
Scrum’s ‘Empowered Workgroup’ is at Level 4!

18. CMM Pin Test: (where is your game at?):
Scrum of Scrums?
CMMi?
Risk Management?

19. So (quickly) how do we use the ITIL 4 SVS?
• If the (Business / Business Area) pins down their Service Portfolio this is the starting point for ITIL 4.
I.e. focus on value!
• You may decide (from Continual Service Improvement) that you need to improve some services in the
Service Catalogue. Using the SVS model you can plan a path through the SVS towards the improvement of
existing value streams (or the creation of new value streams). An example of how to do this in ITIL 4 is found
on the last slide.
• The fact that many practices in ITIL 4 underpin the service offering; these can be used to ensure Value
(Utility and Warranty) for your customers (including, if needed, the installation of Service Level Agreements
[SLA’s]).
• Per the BCG Matrix: Innovate or retire if value diminishes! It is worth remembering Experience Curves.
Competitive advantage goes to those who are first and fastest down the EC slope!

20. ITIL 4 (Guiding Principles)
Note that Lean principles
are similar to those of ITIL 4!

21. CONCLUSION:
If you do not know where you are going –
operating at Capability Maturity Level 1 without process focus then…
As the Cheshire Cat in Lewis Carroll's Alice in Wonderland points out,
any road will surely take you there!